The People Factor

THE MARIS METHODOLOGY:

THE “WITH, NOT TO” APPROACH

At Maris, we believe that change should be done with people, not to them. Our Change Management methodology runs parallel to the construction programme, ensuring the human transition manages the pace of the physical one.

1. The Listening Tour (Discovery)
Before we draw a line, we listen. We conduct surveys and focus groups not just to ask “What colour should the chairs be?” but “What stops you from doing your best work?”

• The Impact: This uncovers the hidden friction points – like the noisy sales team sitting next to the quiet finance team – that the leadership team might not see.

2. The Champions
Network Change spreads faster when it comes from peers rather than the C-Suite. We help you identify and appoint “Change Champions” from every department.

• The Role: As highlighted in the source, these champions “model enthusiasm… gather feedback and report concerns.” They are our “boots on the ground,” testing furniture, naming meeting rooms, and debunking rumours before they spread.

3. The “Why”
Narrative People do not fear change; they fear uncertainty. We replace the rumour mill with a clear narrative. We communicate the “Why” (e.g., “We need to collaborate better to grow”) before we show them the “What” (the floorplans).

4. The Re-Onboarding (Soft Landings)
A refurbished office often comes with new rules (e.g., clear desk policies, locker usage). We treat the return to the office like a new job induction.

• The Orientation: We run “Town Hall” tours and drop-in sessions to teach staff how to use the new AV (Audio Visual) kit and booking apps.

THE CFO’S CORNER:

THE COST OF RESISTANCE

Investing in Change Management is often seen as a “soft cost” that is easy to cut from the budget. This is a false economy.

Consider the cost of productivity drag. If 100 employees lose just 15 minutes a day for the first month because they are confused by the new layout, struggling to connect to the new video conferencing system, or complaining about the loss of their fixed desk, the financial loss is substantial.

Furthermore, there is the risk of attrition. In a tight labour market, a poorly managed workplace transition can be the trigger for top talent to leave.

If the new office is perceived as a cost-cutting exercise (e.g., “They took away my office to save rent”) rather than a cultural investment, engagement plummets.

The ROI of Buy-In: A robust change management programme creates speed to proficiency. It ensures that the dip in productivity that naturally occurs during a change is shallow and short. By budgeting for engagement activities (launch breakfasts, welcome packs, training sessions), you protect the ROI (Return on Investment) of the capital spend.

MARIS TOOLS:

THE “RESISTANCE RADAR”

Use this tool to identify where resistance is likely to come from in your organisation.

• The “Loss” Audit:
  Who is losing something tangible? (e.g., Managers losing private offices).
  Action: One-to-one sit-downs to explain the trade-off (e.g., “You lose the office, but gain access to a better quiet library”).
• The Tech Gap:
  Is the new technology (IoT sensors, Room Booking Apps) a leap too far for less tech-savvy staff?
  Action: Dedicated “Genius Bar” style training support.
• The Commute Factor:
  Does the refurbishment encourage more days in the office?
  Action: Focus on the “pull” factors – better coffee, better social connection.
• The “Rumour Mill”:
  What is the current water-cooler gossip?
  Action: Address it head-on in the next company-wide email.